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109 SECTION 8: PUBLIC WORKS DEPARTMENT The mission of the Public Works Department is to plan, design, construct, and maintain public facilities and infrastructure that support the quality of life for the citizens of El Cerrito in a way that ensures an economically and environmentally sustainable future. DEPARTMENT OVERVIEW The Public Works Department’s overall goal in service is: • To develop and maintain public infrastructure that meets the needs of the City’s business and residential communities • To coordinate and regulate the activities of utility companies and private developers within the public right of way • To incorporate exemplary environmental stewardship practices into all the areas of responsibility including permitting of public and private works, and the planning, design and maintenance of buildings, infrastructure, parks, creeks, and trails • To operate and oversee the City’s recycling collection and solid waste management programs • To provide liaison efforts with myriad outside agencies to ensure compliance with various state, federal and regional regulations and influence regional policies to the benefit of El Cerrito The Department operates from three office locations: the Engineering Division operates from City Hall at 10890 San Pablo Avenue and the Operations and Environmental Services Division operates from the Recycling + Environmental Resource Center at 7501 Schmidt Lane and the Corporation Yard at 7550 Schmidt Lane. Organizational Structure The Public Works Department consists of two divisions: the Engineering Division, and the Operations and Environmental Services Division. The Operations and Environmental Services Division (OESD) is a new division that encompasses the functions previously housed in the Maintenance Division combined with the recycling and waste management functions of the former Environmental Services Division. This new structure is expected to result in increased efficiencies and improved operations as they relate to the maintenance of public facilities, infrastructure and landscaping; the delivery of recycling and waste management services; and environmental compliance. ---PAGE BREAK--- 110 The respective primary functions of the two divisions of the Public Works Department are as follows: Engineering Division • Infrastructure – planning, design, and construction of streets, bicycle and pedestrian facilities, parks, storm drains, creeks, trails and street lighting • Program Management – long-range capital planning and oversight of all capital needs, and integration into the 10-year Capital Improvement Program (CIP) plan • Project Management – oversight of all aspects active projects in the CIP including design and construction management, inspection, and contract administration for consultants and contractors • Permitting – oversight of engineering-related permits including encroachment, transportation and grading, and oversize load permits • Land Development – development review and agreements, and oversight of Clean Water requirements for construction and new development • Transportation – local and regional transportation engineering, planning and funding; and coordination with outside agencies • Fiscal Management – Works with Finance Department in the planning and execution of the CIP. Operations and Environmental Services Division • Parks & Landscaping – ongoing maintenance of park lands, trails and pathways, rain gardens, trees, street medians, creeks, and ball fields • Facilities – ongoing maintenance and repairs to the civic buildings and park facilities • Streets & Storm Drains – ongoing maintenance of pavement, sidewalks, pathways, traffic signals, street lighting, signage, pavement markings and storm drain systems. • Recycling and Solid Waste – operation of the City’s Recycling and Environmental Resource Center and curbside recycling collection programs, and management of solid waste collection and processing agreements, as well as waste policy development and implementation • Trash, Debris and Graffiti – clean-up of trash and debris dumped or found on public lands and rights of way, and eradication of graffiti on public facilities • Environmental Compliance – management of City’s Clean Water Program and other environmental compliance programs, including coordination with other departments, and implementation of appropriate management practices for parks, infrastructure, landscape and creek maintenance, and waste ---PAGE BREAK--- 111 Public Works’ organizational structure is shown in Chart 8-1: Chart 8-1 Public Works Organization Chart Position Listing Table 8-1 shows the position listing for the Public Works Department. This listing adds the recycling and waste management positions that were a part of the former Environmental Services Division. Table 8-1 Public Works Position Listing PUBLIC WORKS DEPARTMENT FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Administrative Analyst III 1 1 1 0 Administrative Clerk 0 0 0 0.4 Associate Engineer 1 1 1 1 Engineering Technician 1 1 1 1 Environmental Services Manager 1 1 1 1 Forklift Operator 1 1 1 1.4 Maintenance Services Leadworker 1.5 1.5 1.5 1 Maintenance Services Supervisor 1 0 0 0 Maintenance Services Superintendent 0 1 1 1 Maintenance Worker 4.75 4.75 4.75 5 Management Assistant 2 2 2 3 Program Manager 1 1 1 1 Public Works Director/City Engineer 1 1 1 1 Recycling Leadworker 1 1 1 1 Recycling Maintenance Worker - Entry 1 1 1 1 Recycling Maintenance Worker 3 3 3 3 Recycling Operations Supervisor 1 1 1 1 Senior Engineer - PE 1 1 1 1 PUBLIC WORKS DEPARTMENT TOTAL 23.25 23.25 23.25 23.8 Strategic Plan Alignment Public Works Dir/City Engineer Senior Engineer Engineering Technician Associate Engineer Operations & Envir Services Division Manager Maintenance Superintendent Maintenance/Recycling Leadworker Maintenance/Recycling Worker Operations Supervisor Maintenance/Recycling Worker Forklift Operator Environmental Programs Manager Management Assistant Management Assistant ---PAGE BREAK--- 112 Table 8-2 shows the services performed by the Public Works Department as aligned to the Strategic Plan. Dark blue indicates the primary goal the program/service is aligned to; light blue indicates secondary goal(s). Table 8-2 Public Works Strategic Plan Alignment Program or Service Deliver Exemplary Governmen t Services Achieve Long- Term Financial Sustainability Deepen a Sense of Place and Community Identity Develop and rehabilitate public facilities as community focal points Ensure the public’s health and safety. Foster environmental sustainability citywide Review plans, issue permits and perform inspections for work affecting the public right of way Perform engineering-related design review of private development for subdivisions, site plans, grading, and storm drainage Provide engineering review and related support services for several large planning, development and regional projects Perform traffic engineering and parking analyses, and authorize modifications and upgrades Evaluate and implement ADA improvements including those contained in the ADA Transition Plan Coordinate construction of BART's Earthquake Safety Program Projects Complete transfer of sidewalk ownership from BART to City around the Plaza BART Station Serve as lead on the City’s 10-year CIP planning effort by tracking progress of CIP implementation; coordinate with user departments and related private development Complete construction of in-progress street and infrastructure improvements Maintain the City's Pavement Management Program (PMP) database, seek state, federal and regional funding grants, and plan for improvement projects as part of the Measure A Program. Complete design of the Highway Safety Improvement Grant projects Install speed feedback signs on Arlington, Barrett and Cutting under the City's Traffic Safety and Management Program Develop framework for Facilities Management Plan to sustainably fund, maintain, and upgrade City facilities Identify potential funding sources and apply for grant funding for CIP implementation ---PAGE BREAK--- 113 Develop the Circulation Plan for Bicyclists and Pedestrian Update in collaboration with the Community Development Department Participate in regional transportation policy setting and funding forums Implement the Neighborhood Traffic Management Program (NTMP) Maintain park lands, trails and pathways, rain gardens, trees, street medians, creeks, and ball fields Maintain and make minor repairs civic buildings and park facilities Maintain and make minor repairs pavement, sidewalks, pathways, traffic signals, street lighting, signage, pavement markings and storm drain systems Update landscape and tree maintenance contracts and activities Continue to improve vegetation management and habitat conservation practices Further implement the City's Integrated Pest Management (IPM) program Update and implement the existing Urban Forest Management Plan with International Society of Arboriculture standards Update the Measure WW Parks Bond priority project list Coordinate new programs at Recycling & Environmental Resource Center and establish the Center Complete negotiations for a new Post- Collection Agreement Prepare draft Single-use Bag Ordinance and Food Ware Ordinance for Council consideration; manage implementation and enforcement of Ordinances if adopted Implement and manage upgrades to the City's internal waste management operations Conduct Waste Characterization Profiles for each waste generation section Provide direct outreach and service coordination to commercial and multi- family waste generators Expand outreach and education on waste diversion and reduction programs Implement improved Construction and Demolition recycling program Coordinate implementation of waste reduction policy, education, services and programs in partnership with RecycleMore ---PAGE BREAK--- 114 Oversee and manage all solid waste services, franchise agreements and waste reduction programs Manage the City's Clean Water Program including coordination with other departments and agencies Meet requirements of operations , design, and construction documents review; commercial inspections, public education and reporting to ensure compliance with the City’s NPDES permit Maintain 46 storm drain trash (litter) capture devices, conduct creek and on-land volunteer trash clean-up events, and characterize the trash removed Clean-up trash and debris dumped or found on public lands and rights of way and remove graffiti on public facilities Provide staff for Measure A Street Oversight Committee, Tree Committee and ADA Working Group Continue cultivation and development of the City's working relationship with volunteer groups ---PAGE BREAK--- 115 PUBLIC WORKS DEPARTMENT BUDGET SUMMARY Public Works Department Expenditures All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 2,474,790 $ 2,590,843 $ 2,855,619 $ 2,343,027 Purchased Professional & Technical Services 221,614 332,264 607,335 172,900 Purchased Property Services 1,302,110 1,064,469 1,149,106 1,127,500 Other Purchased Services 145,734 169,310 158,600 131,850 Supplies 248,662 239,610 208,550 212,000 Property & Capital 604,194 575,757 413,888 11,000 Other Objects 130,607 317,405 237,391 426,411 Other Financing Uses 657,366 697,007 714,128 723,192 Total Expenditures $ 5,785,076 $ 5,986,666 $ 6,344,617 $ 5,147,880 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 598,424 $ 525,324 $ 435,111 $ 110,675 Purchased Professional & Technical Services 46,925 84,318 44,229 28,200 Purchased Property Services 262,171 249,417 256,100 170,100 Other Purchased Services 37,948 67,534 54,650 36,950 Supplies 47,201 49,080 42,300 40,300 Property & Capital 4,490 11,189 4,500 6,000 Other Objects 550 - - - Total Expenditures $ 997,709 $ 986,862 $ 836,890 $ 392,225 Gas Tax Fund (201) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 280,723 $ 365,686 $ 457,349 $ 456,492 Purchased Professional & Technical Services 882 839 36,000 36,300 Purchased Property Services 108,156 72,429 80,300 77,300 Other Purchased Services 3,181 - - - Supplies 27,803 21,091 30,000 30,000 Property & Capital - 385 - - Other Financing Uses 99,609 102,597 105,675 108,845 Total Expenditures $ 520,353 $ 563,027 $ 709,324 $ 708,937 National Pollution Discharge Elimination System Fund (202) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 69,887 $ 130,712 $ 148,892 $ 155,485 Purchased Professional & Technical Services - 7,646 10,000 10,000 Purchased Property Services 161,672 147,115 148,100 152,100 Other Purchased Services 13,638 12,000 22,300 22,300 Supplies 1,103 1,326 5,000 5,000 Other Financing Uses 100,519 103,535 106,641 109,840 Total Expenditures $ 346,819 $ 402,333 $ 440,933 $ 454,725 Landscape & Lighting Assessment Fund (203) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 305,128 $ 377,247 $ 425,284 $ 279,109 Purchased Professional & Technical Services 18,736 23,064 37,000 21,200 Purchased Property Services 695,247 524,143 568,000 680,000 Other Purchased Services 13,235 1,323 900 1,900 Supplies 43,362 50,073 47,500 47,000 Other Financing Uses 134,399 138,431 161,169 146,861 Total Expenditures $ 1,210,107 $ 1,114,281 $ 1,239,853 $ 1,176,070 Measure J- Return to Source Fund (204) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Other Purchased Services $ 43,134 $ 42,772 $ 45,000 $ 42,700 Other Financing Uses 27,706 28,537 29,393 30,275 Total Expenditures $ 70,840 $ 71,309 $ 74,393 $ 72,975 ---PAGE BREAK--- 116 Storm Drain Fund (205) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 95,801 $ 108,603 $ 118,035 $ 134,102 Purchased Professional & Technical Services 11,146 11,238 11,300 11,300 Purchased Property Services 29,940 - 15,000 10,000 Other Purchased Services 134 - - - Supplies 2,171 2,035 10,000 10,000 Total Expenditures $ 139,192 $ 121,876 $ 154,335 $ 165,402 Street Improvement Fund (211) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ - $ - $ - $ 54,539 Total Expenditures $ - $ - $ - $ 54,539 Federal, State & Local Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 2,393 $ 5,227 $ - Purchased Professional & Technical Services 94,841 44,634 437,591 Purchased Property Services - 9,356 21,606 Other Purchased Services 1,105 1,251 3,500 Supplies 27,464 13,178 - Property & Capital - - 81,000 Other Objects 83,338 95,830 75,708 Other Financing Uses 1,750 21,723 - Total Expenditures $ 210,891 $ 191,198 $ 619,405 $0 Capital Improvement Fund (301) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 286,910 $ 253,660 $ 314,421 $ 50,405 Other Purchased Services 1,775 - - - Total Expenditures $ 288,684 $ 253,660 $ 314,421 $ 50,405 Integrated Waste Management (501) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Personnel Services $ 835,524 $ 824,385 $ 956,527 $ 1,102,220 Purchased Professional & Technical Services 49,084 160,525 31,216 65,900 Purchased Property Services 44,924 62,010 60,000 38,000 Other Purchased Services 31,585 44,430 32,250 28,000 Supplies 99,558 102,827 73,750 79,700 Property & Capital 186,888 188,626 328,388 5,000 Other Objects 46,719 221,575 161,683 426,411 Other Financing Uses 293,383 302,184 311,250 327,371 Total Expenditures $ 1,587,666 $ 1,906,562 $ 1,955,064 $ 2,072,602 Vehicle/Equipment Replacement (601) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Property & Capital $ 412,816 $ 375,557 Total Expenditures $ 412,816 $ 375,557 $0 $0 Public Works Department Revenues All Funds FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 1,030 $ 529 $ 1,000 $ 250 Intergovernmental Revenues 210,538 211,752 581,714 32,000 Charges for Services 1,933,121 2,014,693 2,084,148 2,205,542 Other Revenue 15,348 37,124 37,000 10,822 Other Financing Sources - - 18,585 - Total Revenues $ 2,160,037 $ 2,264,098 $ 2,722,447 $ 2,248,614 General Fund (101) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 23,180 $ 32,355 $ 57,500 $ 16,000 Charges for Services 187,857 183,753 194,820 190,000 Other Revenue 1,506 6,321 12,000 - Total Revenues $ 212,543 $ 222,428 $ 264,320 $ 206,000 ---PAGE BREAK--- 117 National Pollution Discharge Elimination System Fund (202) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Charges for Services $ - $ 205 $ 250 $ 250 Total Revenues $ - $ 205 $ 250 $ 250 Federal, State & Local Grants Fund (221) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Intergovernmental Revenues $ 181,247 $ 172,744 $ 508,214 Other Financing Sources - - 18,585 Total Revenues $ 181,247 $ 172,744 $ 526,799 $0 Integrated Waste Management (501) FY 2010-11 Actual FY 2011-12 Actual FY 2012-13 Amended FY 2013-14 Proposed Use of Money & Property $ 1,030 $ 529 $ 1,000 $ 250 Intergovernmental Revenues 6,110 6,654 16,000 16,000 Charges for Services 1,745,264 1,830,735 1,889,078 2,015,292 Other Revenue 13,842 30,802 25,000 10,822 Total Revenues $ 1,766,247 $ 1,868,721 $ 1,931,078 $ 2,042,364 ---PAGE BREAK--- 118 ENGINEERING DIVISION The Engineering Division serves to plan, design and construct improvements to City streets, bicycle and pedestrian facilities, parks, storm drains, creeks, and public buildings; provide quality design review and inspection services for residents, developers and utility companies and ensure compliance with local regulations and design standards; and plan and implement safe, efficient and accessible movements for all modes of travel in the City, including pedestrians, bicycles, vehicles, transit and persons of all ages and abilities. The Division is staffed and operated utilizing a variety of special funds as well as the General Fund. The Engineering Division’s responsibilities include: • Capital Improvement Program – assess needs, plan improvements, develop budgets and funding, execute design and construction of public facilities and infrastructure including buildings, parks, streets, storm drains, traffic signals and systems and transportation facilities; serve as lead on the City’s 10-year CIP planning effort; coordinate with user departments and related private development • Land Development – assist the Community Planning and Development Services Department by performing design review and inspection of private development for subdivisions, site plans, grading, and storm drainage; participate in development of significant projects, including environmental review and development agreements • Engineering Permits – review plans, issue permits and perform inspections for work and oversize transportation within the public right of way as requested by property owners, residents, businesses, utility companies and outside agencies • Transportation Planning – participate in regional transportation policy setting and funding forums to support City goals; includes collaboration with the Contra Costa Transportation Authority (CCTA), West Contra Costa Transportation Advisory Committee (WCCTAC), Metropolitan Transportation Commission (MTC), Contra Costa County City- County Engineering Advisory Committee (CCEAC), Caltrans, BART, AC Transit and WestCAT • Transportation Engineering – perform traffic engineering and parking analyses, authorize modifications and upgrades for existing traffic control and parking devices and systems, and secure funding to ensure safe and efficient mobility throughout the City. Also, implement the Neighborhood Traffic Management Program (NTMP) to address speed, traffic volume and livability concerns on residential streets • Bicycle, Pedestrian and ADA Program – plan, secure funding for, and implement bicycle, pedestrian, safe routes to school and ADA projects including those contained in the El Cerrito Circulation Plan for Bicycles and Pedestrians and ADA Transition Plan • Storm Drainage – plan for needed improvements to the storm drainage system and update Storm Drain Master Plan • Clean Water Program/National Pollutant Discharge Elimination System (NPDES) – review design plans and inspect construction to ensure compliance with the City’s NPDES permit, review Storm Water Control Plans, and implement programs according to new regulations, thresholds and reporting requirements • Pavement Management Program (PMP) – maintain the City’s PMP database to comply with regional requirements and seek state, federal and regional funding grants ---PAGE BREAK--- 119 • Measure A Street Oversight Committee and Access Working Group – serve as Staff Liaison and Chair, respectively FY 2012-13 ACCOMPLISHMENTS Completed construction of the Arlington Boulevard Safe Routes to School Improvements Project Began construction of the Potrero Avenue between E. 55th and E. 56th Streets Safety Improvements, Municipal Solar Procurement and Moeser & Ashbury Pedestrian and Bicycle Corridor Improvements Projects Bid the construction contract for Central Avenue and Liberty Street Streetscape Improvements, Ohlone Greenway Major Street Crossing Safety Improvements and Ohlone Greenway Natural Area and Rain Gardens (Fairmount to Brighton Avenues) Projects Coordinated construction of BART’s Earthquake Safety Program Projects and impacts on the Ohlone Greenway and City streets with City-sponsored projects including those listed above In collaboration with the Environmental & Development Services Department, began the development of Circulation Plan for Bicyclists and Pedestrian Update (to be known as the Active Transportation Plan) and the San Pablo Avenue Complete Streets Plan Applied for and were awarded a federal Highway Safety Improvement Grant for the Arlington Boulevard Curve at Brewster Drive Improvement Project. As part of Measure A Street Improvement Program, designed the 2013 Street Improvement & Pavement Rehabilitation Projects to resurface various streets as well as install related improvements to curb, gutter, sidewalk, curb ramps, storm drain facilities and traffic striping. Completed transfer of sidewalk ownership from BART to City around the Del Norte BART Station Completed Engineering & Traffic Studies for remaining corridors to update enforceable speed limits Provided engineering review and related support services for several large planning, development and regional projects including the San Pablo Avenue Specific Plan, San Pablo Avenue Green Spine Project, Portola Middle School Project, Alameda County Transportation Commission’s I-80 Integrated Corridor Mobility Project, and 801 Bates Subdivision. ---PAGE BREAK--- 120 Service Indicators The number of Encroachment Permits issued has remained relatively constant over the last three years. The number of inspections completed in FY 2012-13 decreased as compared to the two prior years because in those years staff made a concerted effort to clear a backlog of final inspections related to utility permits. The number of reviews performed on private development plans and projects also decreased in FY 2012-13. This may be due to the economic downturn changing the type of work being done by property owners. The number of traffic requests evaluated has varied over the last few years as the type of requests submitted and Division staffing have fluctuated over this same time period. Chart 8-2 Engineering Service Indicators by Calendar Year The Capital Improvement Program (CIP) has moderate activity. Expenditures decreased significantly two years ago when the major construction efforts under Measure A Street Improvement Program and San Pablo Avenue Streetscape were completed. The numbers of active projects and construction contracts have similarly decreased over the last couple of years. The number of active consultant contracts has not decreased proportionately as the Project Manager position remained vacant while several design efforts continued. The CIP is described in detail in Section 12. 0 100 200 300 400 500 600 700 800 71 85 93 59 69 127 127 124 126 90 587 531 372 418 415 585 654 751 792 695 ---PAGE BREAK--- 121 Chart 8-3 CIP Service Indicators by Fiscal Year Chart 8-4 Total CIP Expenditures (Millions) by Fiscal Year Active Construction Contracts Active Consultant Contracts Active Projects 0 5 10 15 20 25 30 14 14 12 8 6 24 20 12 16 14 28 30 28 22 17 5.8 9.5 7.5 2.1 2.9 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0 2008-09 2009-10 2010-11 2011-12 2012-13 ---PAGE BREAK--- 122 OPERATIONS AND ENVIRONMENTAL SERVICES DIVISION The Operations and Environmental Services Division (OESD) is a new division that combines all operations and maintenance functions previously housed in the Maintenance Division and the recycling and waste management functions of the former Environmental Services Division. In this new configuration, OESD is the primary steward of the City’s valuable public infrastructure, including parks, natural areas, facilities, and recycling operations. Its responsibilities include developing and managing operations, programs and policies that maintain and improve environmental quality in the City. The Division is staffed and operated utilizing a variety of special funds – including the Integrated Waste Management Enterprise Fund – as well as the General Fund. OESD utilizes a combination of in-house staff and outside contractors for the ongoing maintenance & operations associated with parks and public spaces, landscaping, irrigation systems, sidewalks, streets, trails, streetlights, storm drains and public water courses, and traffic signals, signs and pavement markings. For these activities, contractors perform much of the routine work and staff supplements this work as well as performs select tasks that can be completed by a few crews of one or two people - such as investigating citizen requests and responding to emergencies or requests for service outside of regular business hours. The Division also directly manages and operates the City’s award-winning Recycling + Environmental Resource Center, curbside recycling collection program, and other City solid waste programs. OESD is active in community engagement programs that involve and educate El Cerrito residents and businesses, mainly through management and support of volunteer events such as work-parties at Baxter Creek, periodic Green Team clean-ups, stewardship activities promoted by Friends of Five Creeks, and the City’s annual Earth Day Celebration. The Division also provides staff liaison support to the Tree Committee and as-needed support for the Park and Recreation Commission and Environmental Quality Committee. FY 2012-13 ACCOMPLISHMENTS Re-established the City Tree Committee in October 2012 and held regular meetings Conducted a citywide tree inventory and implemented new tree management software using a competitive grant secured last year from the US Forest Service and Cal Fire Installed 46 Storm Drain Trash Capture Devices funded by a grant through the SF Estuary Partnership as required by the NPDES, Municipal Regional Permit (MRP) Convened volunteer clean-up events at Baxter Creek to remove invasive plants & debris. Made significant progress in maintenance and general reclaiming of Baxter Creek area for native plants, wildlife and those who enjoy these qualities Mitigated 18 fire-hazard trees in the Hillside Natural Area in coordination with the Fire Department Engaged community in stewardship and sustainability efforts through partnering with Environmental Quality Committee and others; collaborated with the El Cerrito Garden Club and Portola Middle School for an Arbor Day volunteer event planting trees to reforest the hillside at Cerrito Vista Park; coordinated a trash hot-spot clean up with Friends of Five Creeks on California Coastal Clean-up Day; and educated Harding School third graders in watershed stewardship in collaboration with Kids for the Bay Coordinated new programs at Recycling and Environmental Resource Center that established the Center as a leader and regional model for municipal environmental activities and initiative ---PAGE BREAK--- 123 Implemented Mandatory Commercial Recycling Requirements per AB341 and documented 100% commercial and multi-family compliance with the law via participation in recycling collection programs. Gathered community input for future Council consideration of draft Single Use Bag Ban and Food Ware Ordinances. Actively participated in the Technical Advisory Committee to the West Contra Costa Integrated Waste Management Authority (RecycleMore), including serving on the evaluation committee and negotiation team for the post-collection procurement process. Developed and implemented new Rules of Conduct and Salvage for the Recycling + Environmental Resource Center. Completed Operations and Rate Review of East Bay Sanitary Company and executed extension of the Franchise Agreement through 2025, resulting in greater Franchise Fee Revenues, increased solid waste services, and smaller rate increases. Service Indicators Residents, businesses, and other City Departments rely on the OESD staff to render emergency or hazardous situations within the public right of way in a safe and efficient manner, which includes afterhours and weekend call-outs. Additionally, the Division responds to routine requests for services such as street, sidewalk and storm drain repair, graffiti abatement, non- functioning street lights and traffic signals, street tree trimming, municipal building maintenance and removal of trash dumped illegally in the public right-of-way. Division workload indicators have fluctuated over the last few years as we experienced various changes including significant capital investments made by the City as part of the Measure A Street Improvement Program and San Pablo Avenue Streetscape and Streetlights Project as well as changes in tracking of workload indicators. The street tree category, which was shown as a new category last year, has increased this year due to storm damage, required structural pruning on San Pablo Avenue and the removal of fire and other hazard trees. Another new category developed last year is Illicit Discharges. This stems from the Clean Water Program – driven by the mandates in the Regional Water Quality Control Board’s Municipal Regional Permit (MRP). The fluctuating trend in these first few years is likely due to the increased efforts by staff to inspect and track this item. Table 8-3 Ongoing Workload Indicators by Calendar Year Service Indicator 2008 2009 2010 2011 2012 Streetlights Repaired 75 21 24 10 25 Asphalt Patch Paving (expenses) $34,510 $5,054 $5,000 $1,961 $5,290 Street Trees pruned or removed 323 396 Maintenance Work Orders Processed 1,196 905 906 781 877 Traffic Requests Fulfilled 29 27 33 19 16 Clean Water program- Illicit Discharges 4 15 34 23 ---PAGE BREAK--- 124 Chart 8-5 Service Indicators by Category Solid Waste As depicted in Chart 8-6, the amount of solid waste (including trash, green waste, and recycling) generated in El Cerrito has steadily declined since 2005. In 2012, the trend noted in previous years of a decrease in solid waste being sent to landfills has leveled off. Though the City has increased the range of recyclable materials collected - including pharmaceuticals, sharps, carpeting, and fluorescent bulbs – the total tonnage collected is slight in comparison to the total amount of material collected. Future decreases in the amount of waste sent landfills will require consideration of new policies and programs targeting untapped portions of the waste stream. Chart 8-6 Solid Waste Tonnage by Year 0 200 400 [PHONE REDACTED] 1200 Streetlights Patch Paving Tree Trimming Work Orders Traffic Orders Illicit Disharges 2008 2009 2010 2011 2012 11476 10806 10130 9607 8529 8162 7699 7694 3303 3471 3421 2969 3065 3245 3758 3721 4284 4820 4829 4556 4660 4511 4368 4386 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 2005 2006 2007 2008 2009 2010 2011 2012 Garbage Greenwaste Recycling ---PAGE BREAK--- 125 Community Engagement Community involvement in volunteer activities, community input opportunities, and public information are key to the City meeting its environmental stewardship goals. Significant OESD staff resources each year are dedicated to such efforts. Table 8-4 shows a summary of community engagement activities in FY 2012-13. Table 8-4 Community Engagement Activities Community Input Meetings 14 Attendees 52 Environmental Quality Committee Meetings Single Use Bag Ban Public Comment Meeting Rules of Conduct and Salvage Public Meeting Community Events Events 5 Attendees 950 Fourth of July Celebration - Table Earth Day Celebration Eco Film Series and RERC History Premier Recycling Programs Programs 5 Participants 1050 Electronic Waste Collection Events City-wide Garage Sales Compost Giveaway Volunteer Events Work Sites 44 Volunteer Shifts 428 Green Team Events Earth Day Celebration Baxter Creek Work parties (11) Totals Meetings/Events 68 Attendees/Shifts 2480 Written Outreach Campaigns 4 Pieces 30075 A Greener El Cerrito Newsletters (All garbage bill payers, three times per year) Solid Waste Full Service Brochure Multi-Family Dwelling Recycling Program (Doorhangers) Email Updates (820 community members) ---PAGE BREAK--- 126